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Managing Change

Managing Change

A Critical Perspective

Mark Hughes

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Explore how and why change occurs, and how the change management process can be managed effectively with this popular CIPD textbook.

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About the book

Managing Change: A Critical Perspective explores how and why change occurs in organizations and how the change process can be managed effectively. Complete with an appendix featuring twenty popular change management techniques, it is an ideal core textbook for change modules on HR and business degree programmes at both undergraduate and postgraduate level. It offers a critical perspective, challenging the main assumptions and ensuring that the complexity of the subject is understood and appreciated.

This fully updated 2nd edition of Managing Change: A Critical Perspective includes new chapters on perspectives, power and politics, ethics, agents and agency, HRM and evaluation. Its revised structure reflects strategic, group and individual change, and a revised final chapter evaluates the practice and theory of change management. Online supporting resources include annotated weblinks for students, an instructor’s manual complete with commentary on questions and cases in the book and lecture slides and additional case studies for tutors.

Table Of Contents

  • Section - ONE: Introduction;
    • Chapter - 01: The Managing Change Conundrums;
    • Chapter - 02: Organisational Change Classifications;
    • Chapter - 03: History and Organisational Change;
    • Chapter - 04: The Role of Paradigms and Perspectives;
  • Section - TWO: External and Internal Change Context;
    • Chapter - 05: Why Organisations Change;
    • Chapter - 06: Organisational Design and Change;
    • Chapter - 07: Strategic Level Change;
    • Chapter - 08: Group and Team Level Change;
    • Chapter - 09: Individual Level Change;
  • Section - THREE: Managing Change;
    • Chapter - 10: The Leadership of Change;
    • Chapter - 11: Change Communications;
    • Chapter - 12: Resistance to Change;
    • Chapter - 13: Cultural Change;
    • Chapter - 14: Organisational Learning;
  • Section - FOUR: Developments in Managing Change;
    • Chapter - 15: Power, Politics and Organisational Change;
    • Chapter - 16: Ethics and Managing Change;
    • Chapter - 17: Change Agents and Agency;
    • Chapter - 18: HRM and Managing Change;
    • Chapter - 19: Technological Change;
  • Section - FIVE: Conclusions;
    • Chapter - 20: Evaluating Managing Change;
  • Section - SIX: Appendix - The Organisational Change Field Guide


Combines a wealth of research with case studies and questions to challenge and engage students. One of few texts to fully cover the depth and breadth of change in an accessible way. Suitable for a range of courses, from specialist HR modules to broader MBAs.
Maryam Herin, Senior Lecturer, Manchester Metropolitan University Business School

Current management education must be more critical in its approach and this book is positively pitched in that direction. The multidisciplinary, multi-perspective and critical approach of the book challenges students on a number of levels, and is balanced with excellent features such as examples linking theory to practice and the annotated list of key readings.
Cecile Lowe, Senior Lecturer, Thames Valley University Business School

An extremely challenging, critical and student-friendly text. It is very clear and above all concise covering all the main themes needed by students.
Carolyn Ward, Senior Lecturer, Teesside University Business School


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Book Details

  • Imprint: CIPD - Kogan Page
  • EAN: 9781843982418
  • Edition: 2
  • Published: 13th August 2010
  • Paperback
  • Format: 246x190
  • 392 pages

About the Author

Mark Hughes is a senior lecturer in organisational behaviour at Brighton Business School, UK.

Mark Hughes